Implementing ERP Systems

𝗪𝗵𝘆 𝗱𝗼 𝘀𝗼 𝗺𝗮𝗻𝘆 𝗘𝗥𝗣 𝗺𝗶𝗴𝗿𝗮𝘁𝗶𝗼𝗻𝘀 𝗳𝗮𝗶𝗹? 𝗕𝗲𝗰𝗮𝘂𝘀𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝘁𝗿𝗲𝗮𝘁 𝗶𝘁 𝗹𝗶𝗸𝗲 𝗮 𝘀𝗶𝗺𝗽𝗹𝗲 𝘀𝗼𝗳𝘁𝘄𝗮𝗿𝗲 𝗽𝗮𝘁𝗰𝗵, not the business transformation it truly is. Listening to my network, there seems to be a rush to complete ERP migrations, as fast as possible, with SAP S/4HANA plans driving most of it. But an ERP system is more than just an IT upgrade. It’s a chance to redesign how your business operates and build a solution architecture that supports agility and innovation. While necessary, these migrations often become redundant without proper alignment to business goals. Something, I've seen happen! Here some get rights to consider: ◉ 𝗔𝗹𝗶𝗴𝗻 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗮𝗻𝗱 𝘁𝗲𝗰𝗵 𝗴𝗼𝗮𝗹𝘀 Ensure that IT and business leaders are on the same page. ERP systems serve broader business objectives, such as innovation, improving procurement strategies, and enhancing supplier relationships. ◉ 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝘁𝗼𝗼𝗹𝘀. Instead of getting caught up in the technology itself, be clear about the business benefits you'd like to achieve. New ERP functionality can be of support to achieve goals like efficiency, cost reduction, and agility. ◉ 𝗦𝗶𝗺𝗽𝗹𝗶𝗳𝘆 𝘄𝗼𝗿𝗸𝗳𝗹𝗼𝘄𝘀 𝗮𝗻𝗱 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 𝗲𝗻𝗱-𝘁𝗼-𝗲𝗻𝗱 Don't just migrate complex, outdated processes but streamline them end-to-end. Reevaluate processes for efficiency and desired outcomes. ◉ 𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝗰𝗵𝗮𝗻𝗴𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 - 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗶𝗻 𝘁𝗿𝗮𝗶𝗻𝗶𝗻𝗴 ERP migrations often fail due to poor user adoption. Beyond training, invest in communication & ongoing support showing the value and relevance of the system to users. ◉ 𝗜𝗻𝘃𝗼𝗹𝘃𝗲 𝗰𝗿𝗼𝘀𝘀-𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝘁𝗲𝗮𝗺𝘀 ERP impacts every area of the business, so cross-team collaboration is essential. Involve stakeholders from finance, procurement, IT, and operations ensures the system meets everyone’s needs. ◉ 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗱𝗮𝘁𝗮 𝗾𝘂𝗮𝗹𝗶𝘁𝘆 - 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗰𝗼𝗺𝗽𝗿𝗼𝗺𝗶𝘀𝗲 An ERP system is only as good as the data it processes. Ensure that data is clean, consistent, and reliable before migration. Dirty or incomplete data is one of the biggest challenges post-go-live. ◉ 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘀𝗲 𝗦𝘆𝘀𝘁𝗲𝗺 𝗳𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗮𝗻𝗱 𝗖𝗼𝗺𝗽𝗼𝘀𝗮𝗯𝗶𝗹𝗶𝘁𝘆 Choose an architecture which allows for future-proofing and integration of new features, scalability and integration. Business models evolve, and your ERP must evolve with them." ◉ 𝗦𝗲𝘁 𝗿𝗲𝗮𝗹𝗶𝘀𝘁𝗶𝗰 𝘁𝗶𝗺𝗲𝗹𝗶𝗻𝗲𝘀 - 𝗶𝘁'𝘀 𝗻𝗼𝘁 𝗴𝗼𝗶𝗻𝗴 𝘁𝗼 𝗯𝗲 𝗾𝘂𝗶𝗰𝗸 𝗶𝗳 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝘃𝗲 Don’t rush an implementation. ERP migrations are complex and require time to integrate properly. A phased approach allows for troubleshooting and mitigates a risk for failure. ❓Any other "get rights" i missed and you would add from your experience. #erp #businesstransformation #migration #sap4hana

Are you considering implementing a new ERP system? Lately, I've engaged in a number of discussions regarding the selection of ERPs, their capabilities, and the intricacies of their implementation process. For any business embarking on this journey, it's a significant decision, but one that holds the potential to transform operations. Drawing from my experience as a CFO, I've witnessed the impact that new ERP implementations can have on businesses. It can present remarkable possibilities to streamline operations, enhance decision-making, and stimulate growth. However, it can also come with its own set of challenges and complexities. So, what exactly does it take to ensure a successful ERP implementation? 1️⃣ Process-Oriented Strategy   - Prioritise Processes: Instead of getting lost in features, focus on your business workflows. Identify areas for enhancement, pinpoint bottlenecks, and imagine how the ERP can boost agility.   - Thorough Mapping: Take stock of current processes and spot any gaps. Consider factors like mobile accessibility, real-time alerts, and data analytics as you modernise. 2️⃣ Harnessing Team Potential   - Team Dynamics: The team driving any ERP implementation is of great importance. You will need to gather a diverse group of executives, project managers, end users, and IT specialists. Their collective insights and dedication will be key to a successful implementation.   - Skills and Expertise: Look beyond job titles. Recruit team members with relevant expertise, industry knowledge, and a knowledge of your chosen ERP platform. 3️⃣ Selecting the Right Implementation Partner   - Industry Understanding: Your chosen partner should be able to grasp the fundamentals of your industry. Seek referrals and validate their track record.   - Methodology: What is their implementation approach? It should reflect their own learning and not just be a generic template. 4️⃣ Avoiding Common Pitfalls   - Robust Governance: Establish strong project governance from the outset.   - Clear Scope Definition: Set precise objectives and requirements - avoid scope creep!   - Data Integrity: Ensure your data is clean and reliable.   - Training: Invest in comprehensive user training, during implementation and after.   - Executive Support: Secure backing from leadership. 5️⃣ People-Centric Strategies   - Inclusive Teams: Engage stakeholders at all levels. Everyone should feel accountable for success.   - Promote Collaboration: Foster open dialogue and teamwork.   - Risk Awareness: Acknowledge potential risks and address them early. Oh, and finally, as the CFO ensure the budget is appropriate and costs controlled! Remember, a successful ERP implementation hinges not only on technology but also on people, processes, and collaboration. I would love to hear about your implementation stories and the key to success. 👇 #ERPImplementation #DigitalTransformation #BusinessGrowth #CFOInsights 

You paid $400,000 for NetSuite. And you’re still closing the books in Excel. Be honest—is it really a “training issue”… or is it an adoption failure? Two years after implementation, I still see teams exporting data, rebuilding reports manually, and ignoring the automation they already own. Dashboards untouched. Workflows unused. Features collecting digital dust. This isn’t an ERP problem. It’s a behavior problem. The companies seeing real ROI don’t have the fanciest setups. They treat NetSuite like a living system—not a trophy purchase. Here’s how to fix it: 1️⃣ Audit what you’re not using. Most teams leverage ~30% of what they’re paying for. That’s a Tesla stuck in first gear. 2️⃣ Tie features to business pain. Faster close. Cleaner revenue recognition. Real-time cash visibility. If a feature isn’t solving a weekly headache, it won’t get adopted. 3️⃣ Train for outcomes, not clicks. Don’t show people where to click. Show them how this saves 10 hours a month. 4️⃣ Assign a real owner. Not IT. Not your implementation partner. An internal champion with authority and accountability. 5️⃣ Measure ROI relentlessly. Days to close. Error rates. Report time. Subscription bloat eliminated. What gets measured gets used. 6️⃣ Optimize quarterly. Your business evolves. Your ERP should too. That $400K implementation? They’re now spending $180K/year on manual workarounds and extra headcount. Meanwhile, the teams who commit to adoption cut close time by 40–60% and eliminate redundant tools in year one. The system you already own can likely solve 80% of what you’re trying to fix with more software. You don’t need another tool. You need to LEARN to use the one you bought. What’s one NetSuite feature you paid for—but never fully implemented? Charles #TheBaldNetSuiteWhisperer #ERP #CFO #PrivateEquity

We revived 3 failed ERP projects in 90 days. Here’s the playbook no one talks about. ERP failures aren’t always dramatic. Most die quietly. Buried under spreadsheets, frustrated users, and dashboards no one trusts. Here’s exactly how we turned things around in just 90 days: 1. 𝐓𝐫𝐞𝐚𝐭 𝐏𝐨𝐬𝐭-𝐆𝐨-𝐋𝐢𝐯𝐞 𝐋𝐢𝐤𝐞 𝐚 𝐍𝐞𝐰 𝐏𝐫𝐨𝐣𝐞𝐜𝐭 (𝐚𝐧𝐝 𝐍𝐨𝐭 𝐚 𝐂𝐥𝐨𝐬𝐮𝐫𝐞). 90% of teams disband after Go-Live. Big mistake. We created a Post-Go-Live SWAT Team with a 3-month mission: → Identify critical business KPIs missed during rollout. → Assign clear owners for each KPI. → Review progress weekly, not quarterly. Result: Sales Order Cycle Time reduced by 28% within 60 days. 2. 𝐒𝐭𝐨𝐩 𝐅𝐨𝐫𝐜𝐢𝐧𝐠 𝐄𝐑𝐏 𝐭𝐨 𝐅𝐢𝐭 𝐁𝐫𝐨𝐤𝐞𝐧 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐏𝐫𝐨𝐜𝐞𝐬𝐬𝐞𝐬. In all 3 cases, we found the real problem wasn’t the ERP. It was outdated, inefficient business processes never questioned during implementation. Our approach: → Run Business Process Audits post-implementation. → Eliminate redundant approval layers. → Automate low-value tasks directly in the ERP. Result: Reduced manual interventions by 40%, saving 500+ man-hours per month. 3. 𝐀𝐝𝐨𝐩𝐭𝐢𝐨𝐧 𝐈𝐬𝐧’𝐭 𝐀𝐛𝐨𝐮𝐭 𝐓𝐫𝐚𝐢𝐧𝐢𝐧𝐠. 𝐈𝐭’𝐬 𝐀𝐛𝐨𝐮𝐭 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐫𝐚𝐥 𝐂𝐡𝐚𝐧𝐠𝐞. The common lie: “We trained everyone.” Reality? People revert to old habits when new processes don’t solve their real pain points. Fix: → Conduct Role-Specific Workflow Clinics, sit with users and solve their daily challenges inside the ERP. → Replace generic dashboards with Outcome-Driven Reports tied to specific business decisions. Result: Adoption rate jumped from 43% to 92% in under 90 days. ERP success isn’t about technology. It’s about relentless focus on business outcomes after the software goes live. ♻️ 𝐑𝐄𝐏𝐎𝐒𝐓 𝐒𝐨 𝐎𝐭𝐡𝐞𝐫𝐬 𝐂𝐚𝐧 𝐋𝐞𝐚𝐫𝐧.

Article 3 Why ERP Workshops Are Not Meetings -They Are the First Real Execution Step In the previous articles, we established a clear fact: ERP success is largely decided during the preparation phase, long before configuration or go-live. Preparation, however, does not succeed by intent alone. It succeeds through specific, structured actions and one of the most critical is conducting ERP workshops before the project formally starts. ⸻ Workshops Are More Than Requirement Sessions ERP workshops are often treated as long meetings or documentation exercises. In reality, they are the bridge between strategy and execution. Pre-implementation workshops create a structured platform for: • Stakeholder alignment • Business requirement clarification • Early risk identification • Process mapping and optimization When workshops are conducted before project initiation, organizations gain clarity on scope, objectives, and expected outcomes while fostering collaboration and proactive problem solving. ⸻ What the Research Confirms In my Phd research (n = 169), statistical analysis confirmed a statistically significant positive relationship between conducting structured workshops in the preparation phase and the overall success of ERP and digital transformation projects. Projects that invested in early workshops experienced: • Stronger alignment during design • Fewer late-stage changes • Lower dependency on customization ⸻ Why Workshops Matter in Practice ERP implementations frequently struggle due to: • Poor communication • Misaligned expectations • Resistance to change Well-structured workshops help mitigate these risks by: • Aligning executives, business leaders, IT teams, and end users around a shared vision • Mapping current processes and identifying pain points early • Surfacing risks related to data, integration, and resources • Supporting change management by involving users before decisions are locked ⸻ What Effective ERP Workshops Aim to Achieve Successful workshops focus on: • Defining clear project scope and success criteria • Mapping and improving business processes • Gathering functional and reporting requirements • Clarifying roles and responsibilities • Establishing a high-level implementation roadmap When these objectives are missed, scope creep and rework are almost inevitable. ⸻ Executive Takeaway ERP workshops are not about filling templates. They are about aligning people and decisions before the system enforces them. Organizations that treat workshops as a strategic preparation activity significantly reduce implementation risk and increase the likelihood of ERP success. In the next article, we move from process alignment to another decisive factor: full-time dedication of ERP project teams. #ERPWorkshops #BusinessAlignment #digitaltransformation #ERPExecution #ScopeManagement

Your ERP went live successfully. So why is your team still using spreadsheets? I once led an ERP implementation where every decision took forever.  The company's mode of operation was to build consensus on everything. It stretched the project timeline out by months.  But the client was willing to pay for the extended time to get it right. Their operations teams were involved in every design decision, which meant they understood the "why" behind every workflow. They had a perfect launch with over 85% adoption out of the gate.  No spreadsheets. No workarounds.  The team owned it because they built it. Last month I talked to a client who took the opposite approach. Leadership made all the decisions.  The operations teams weren't engaged until 4 months from go-live. Now they're experiencing massive resistance.  The team has zero interest.  And leadership doesn't know how to fix it. The difference between these 2 real-life scenarios comes down to one thing: 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽. When your team is told "this is how you'll do it now" without understanding why, they tend to put up walls. When go-live comes, they will default back to what they know. Contractors are natural problem solvers.  If they don't like how something works, even if it works fine,  they will find a workaround. But guess what? Workarounds are why you lacked standardized processes in the first place.  Once someone uses a workaround, they'll use it again.  Then someone else does the same. This is a slippery slope, and it isn't the fault of the technology.  It's simple human nature and habit. In contrast, when your team helps design the processes, they champion the system. If, like my client, you're stuck 4 months from go-live with a resistant team, here's what you can still do:  1. Stop the train.   2. Bring your operations leaders into the room.   3. Show them what's been configured and ask: "What doesn't work for how you operate?"  4. Let them redesign workflows that don't fit.   5. Explain why certain processes need to standardize.   6. Give them ownership of the solution. It might push your go-live.  It might cost more.  But the alternative is going live with a system nobody uses. Building consensus takes longer.  But if you're seeing spreadsheets six months after go-live, you'll wish you had. #ERP #ChangeManagement #ConstructionTech

One of the biggest reasons ERP implementations fail isn’t the software. It’s the requirements process. The traditional method is broken: weeks of workshops, piles of documents, and a “sign-off” that means nothing because no one has seen the system. Then, three months before go-live, reality hits. What people said they needed is not what they actually do. There’s a better approach. Get people into a demo environment immediately, before anything is configured. As they describe their work, replicate it on the screen in real time. The moment users see their workflow in context, everything changes. They catch missing fields, misdescribed steps, undocumented dependencies, and the informal workarounds they forgot to mention. 𝐈 𝐜𝐚𝐥𝐥 𝐭𝐡𝐢𝐬 𝐄𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐭𝐢𝐚𝐥 𝐃𝐢𝐬𝐜𝐨𝐯𝐞𝐫𝐲. It shifts the question from “What do you need?” to “What’s missing?” The accuracy jumps, the blind spots disappear, and you eliminate the expensive rework that normally shows up right before launch. From there, load the environment with sample customers, products, and orders. Give SMEs continuous access. Let them test, break things, and explore. Early friction is cheap. Late friction is catastrophic. This approach works for any major system: ERP, CRM, AMS, ecommerce, you name it. The catch: it only works if the facilitator understands both the business and the technology. Not an IT person guessing at operations. Not a business user guessing at system constraints. Someone who can translate in real time and guide the discovery instead of documenting assumptions. If organizations changed only this one part of their implementation process, failure rates would drop fast, and adoption would improve even faster. Flip the process. Show the system first, document later. Requirements become real, not theoretical. If you'd like the framework I use or want to discuss an upcoming project, message me.

Training Isn't a "Side Thing" in Your F&O Implementation. Elif Item, MCT, MVP has run major D365 F&O implementations for 15 years. She's seen the pattern repeat over and over: projects treat change management and training as separate from the actual implementation work. That separation is killing adoption. We discussed why successful F&O implementations embed training into every project task rather than treating it as an add-on. Because here's the reality: you can have perfect technology, but if people don't use it, you won't get the ROI you promised the board. Three take aways about F&O training that you won't hear often: 1️⃣ Training isn't free just because you use internal resources. The "train the trainer" model sounds budget-friendly until you realize those internal champions still have their day jobs. Expecting them to build comprehensive training programs alongside their regular responsibilities is setting them up to fail. Training will cost you money and time whether you hire externally or do it internally. Plan for it. 2️⃣ The sales process sets you up for this mistake. Microsoft and implementation partners typically separate change management costs from implementation costs in their proposals. This makes the core implementation price look better, but it creates the illusion that training is optional or can be handled "later." By the time "later" arrives, you're already behind schedule and over budget. 3️⃣ Project management experience predicts training success. Elif noticed that customers with PM teams who've implemented ERPs before (even non-D365 systems) immediately understand that adoption drives outcomes. They demand better training plans. They push back on inadequate resources. They seek out specialists when the partner's plan feels thin. If you're implementing F&O and your project plan treats training as a line item rather than a core workstream, you're not planning for success. How is training and change management structured in your current or recent D365 implementation? Is it embedded in the project plan, or treated as a separate track?

🚨 Buying Tech is Easy. Getting Adoption is Hard. I’ve seen it time and time again in property management and beyond: company gets excited about new software, signs the contract, flips the switch…and then nothing changes. Why? Because buying tech is the easy part. Getting people to use it—really use it—is the hard part. Even the smartest, most intuitive platforms aren’t truly “plug-and-play.” People aren’t machines. If your teams don’t understand the why, don’t feel supported in the how, and don’t see results in their day-to-day workflow, adoption fizzles. And when adoption fails, the ROI disappears. Here’s what makes successful rollouts, successful rollouts: 🔑 Build a Rollout Strategy (Not Just an Implementation) Adoption doesn’t happen by accident. It starts with a plan: • Early champions: Identify team members who can test, troubleshoot, and advocate. • Updated SOPs: Bake the tool into your standard processes—if it’s optional, it won’t stick. • Milestone-based training: Ongoing, bite-sized training beats one overwhelming launch day session. • Real-time support: Create a safety net for questions, frustrations, and quick fixes. 🛡️ Create a Safe Space Too often, tech rollouts are met with fear: “Is this replacing me?” or “What if I can’t learn it?” Leaders need to make it clear: adoption isn’t about replacing people—it’s about freeing them up for higher-value work. The best tech amplifies human impact; it doesn’t diminish it. 📊 Track the Right Metrics If you don’t measure adoption, you won’t know if it’s working. A few indicators that matter: • Adoption rates (logins, active use, feature utilization) • Process time saved (turn times, work orders, reporting cycles) • Error reduction and accuracy improvements • Employee satisfaction with the tool (survey it!) These tell you whether the technology is improving the business and the people’s experience. 🔄 Build Feedback Loops End-users are your greatest consultants. Set up feedback channels so they can tell you what works, what doesn’t, and what would make the tool even better. When people feel ownership of the process, adoption skyrockets. 💡 The bottom line: If you want new tech to succeed, don’t just budget for the tool. Budget for change management. Because buying is easy—but adoption is what actually delivers the results.

Buying technology is easy. Getting people to use it? That’s the hard part. Too often, companies invest in new software expecting it to transform operations overnight—only to hit major roadblocks with operational alignment and adoption. The system gets underutilized, workarounds emerge, and the promised efficiencies never materialize. Sound familiar? Here’s why technology adoption stalls: ❌ Poor process alignment – If tech doesn’t fit how people actually work, they won’t use it. ❌ Lack of user buy-in – People resist change when they don’t see the value. ❌ Insufficient training – A one-time demo isn’t enough. Users need hands-on learning and job aids aligned to their day-to-day activities. ❌ No accountability – Without clear expectations and leadership support, adoption suffers. A successful implementation isn’t just about turning the system on—it’s about making sure people actually use it. That’s why a change management strategy is essential to drive adoption and long-term success. When we help clients select and implement new vendor management systems, we focus on more than just system setup—we develop a change strategy to drive adoption. This includes: ✅ Setting clear adoption goals and success metrics to measure impact and progress. ✅ Engaging users early to gather requirements and build buy-in from the start. ✅ Optimizing workflows to ensure processes align with and fully leverage the technology. ✅ Designing tailored training, support, and feedback mechanisms to reinforce adoption. ✅ Ensuring leadership actively supports and champions the change to drive accountability. Technology alone doesn’t drive change—people do. Investing in adoption strategy is just as important as investing in the software itself. What’s been your biggest challenge with technology adoption? Drop a comment below! ⬇️